Brett’s opinion is sought globally by the media and HR, Marketing and Management publications. His articles have featured in publications around the world including titles such as The Ecomomist, Business Week, HR Future (South Africa), The Human Factor (India), Personnel Zaradzanie (Poland), The Opinion Leader (Finland), HRM Magazine (Singapore), HR Professional (Canada), HC Magazine (Australia), Personnel Today UK, International Association of Business Communicators, Times Ascent (India), Universum Quarterly, Human Resources Magazine (Australia), NZ Management (New Zealand), onrec.com, Executive Grapevine (UK) and ERE Journal of Corporate Recruiting Leadership. Brett is an International columnist on employer branding for HR Future, South Africa's leading HR publication.
This section includes a selection of articles from Brett Minchington's catalogue.
by Brett Minchington MBA and Dr David Kippen PhD
What do we talk about when we talk about leadership? Too often, we talk about personality, charisma and charm. Too often we talk about the type of traits that defines leadership as a very senior-executive, authoritarian affair.
In this article, we provide a somewhat different definition of leadership: “To lead is to decide.” Under this definition leadership has nothing to do with how many reports one has. It simply means having the opportunity and responsibility to make decisions that matter to others, on behalf of the organization.
To choose such a limited definition throws into relief some of the essential elements we define as branded leadership. It clearly shows that, at some points in our careers (and life), virtually all of us are leaders. As leaders, we all need to possess some fundamental skills such as strategic thinking, coaching, problem solving and managing change that too frequently are never taught at middle-management levels.
A brand leadership culture results in leadership status earned by doing, not by a hierarchical title. This means that your most effective leader may be the one serving your customers right now. It also means the process of training leaders needs to push further down into the organization than it typically does today. But take the challenge, think about leadership differently, and significant organizational benefits will be quick to surface at every level.
Defining branded leadership
So, what does it take to engender branded leadership? It begins with re-defining what it means to lead - and sharing that definition throughout the organization.
While everyone is atwitter about using social media as a recruitment tool, branding opportunities that this presents are not being embraced. Human Capital talks to three experts about how to use your employer brand to target passive job seekers (article contribution by Brett Minchington).
To read the article please click here and turn to page 10-11.
Have you read Brett's new book "Employer Brand Leadership - A Global Perspective" For full details please visit the publisher's website click here>
Upcoming events - Nov 2010
Article originally published in South Africa's leading HR publication, HR Future
Brett is an International monthly columnist on employer branding for HR Future
This article provides some insights into Employer Value Proposition development as featured in Brett's new book Employer Brand Leadership - A Global Perspective.
In the second of a two part series Brett Minchington discusses how to bring your employer value proposition (EVP) to life!
Communicating your employer value proposition (EVP) is one of the most challenging, but rewarding initiatives undertaken by leaders.
As stated in part 1 of this series, the EVP is a set of associations and offerings provided by your organisation in return for the skills, capabilities and experiences an employee brings to the organisation.
Original article published on www.ere.net
Influencing candidates to join your company will require a segmented and targeted recruitment communications approach — that’s the key take-away from our Employer Brand International’s global research study to identify the key ‘Influencers of Employment Choice.’ The global study surveyed more than 400 employees to determine what influences their employment choice. The survey found there was a high degree of variation by region, gender, age, organization type, position levels, and employment tenure across 15 employment attributes such as leadership, communications, work environment, and corporate social responsibility. The findings provide a wakeup call for organizations currently relying on a ‘one size fits all’ approach to recruiting talent.
The findings come at a critical time as organizations adapt to the ‘new normal’ where the cost of a bad hire will impact companies more than ever before.
Recruitment spend is hard to come by, post-global financial crisis, and the days of throwing large amounts of money at recruitment mass-marketing campaigns that fail to communicate the company’s value proposition(s) are over.
The study found if you want to influence women in their employment choice you need to communicate flexible working patterns and a friendly working environment. Compared to men, flexible working patterns are six times more likely to influence women in their employment choice. For males the opportunity to work with thought leaders, an organization with a culture of innovation, and a clearly defined mission have a stronger influence on their choice of employer.
I'm pleased to post a copy of the media release about the new global research study findings we published on 21 June.
21 June 2010
For immediate release
For information on how to obtain a copy of the full report please click here for the publisher's website>
Companies must segment and target their value propositions to influence and attract the best talents
- Global Survey Findings - from Employer Brand International
Influencing candidates to join your company will require a targeted recruitment strategy and communications approach according to a wide-ranging new survey from Employer Brand International. The ‘Influencers of Employment Choice Global Research Study’ surveyed more than 400 employees worldwide on what influences their employment choice. The survey found there was a high degree of variation by region, gender, age, organisation type, position levels and employment tenure across fifteen employment attributes such as leadership, communications, work environment and corporate social responsibility. The findings provide a wakeup call for organisations currently relying on a one-size-fits-all approach to recruiting talent.
Employer Brand International CEO, Brett Minchington said, “The research findings come at a critical time as organisations adapt to the ‘new normal’ where the cost of a bad hire will impact companies more than ever before. Recruitment dollars are very tight and the days of throwing large amounts at marketing campaigns that fail to communicate the company’s value proposition(s) are over.”
The study found if you want to influence women in their employment choice you need to communicate flexible working patterns and a friendly working environment. Compared to men, flexible working patterns are six times more likely to influence women in their employment choice. The opportunity to work with thought leaders, an organisation with a culture of innovation and a clearly defined mission have a stronger influence on employment choice for males.
The research shows employees in private companies can be influenced to join companies who value leadership, reward for performance and a global perspective in their work much more than not-for-profit and government sector employees. On the other hand, government employees are more influenced in their employment choice by companies that offer flexible work patterns and who can demonstrate an authentic approach towards corporate social responsibility.
Entry level and administration staff are more influenced by a value proposition that promotes work work-life balance - hence the importance of flexibility, work environment and career development for this group. Senior management and executives look more at the type of company you are, and can be influenced in their employment choice by companies which promote the opportunity to work with thought leaders and companies who promote a culture of innovation, a clearly define mission and high levels of customer service.
Other key findings of the global survey include:
The results of the research will assist to inform and guide organisations in their talent attraction and retention practices. Every dollar spent on recruitment communications is valuable these days and it pays to have a segmented and targeted approach,” Minchington said.
For further information, including how to obtain a copy of the full report please click here for the publisher's website>
About Employer Brand International (EBI)
EBI provides research, guidance and thought leadership in employer branding including strategic consulting, events/training, publications, research and think-tanks. EBI’s expert services are provided through an international network of expert employer brand Senior Associates. EBI’s Global Advisory Board consists of leading corporate professionals and academics from around the world.
For media inquiries please contact
Global Relationship Manager
Employer Brand International
Page 9 of 19